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HR 101 - MODULE > RECRUITMENT AND SELECTION > Flashcards

RECRUITMENT AND SELECTION Flashcards

1
Q

-A term used to describe the individual who make up the workforce of an organization

A

HUMAN RESOURCES

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2
Q
  • Core function of all organizations

- Ensures that companies have the necessary talent required to operate effectively

A

HUMAN RESOURCE MANAGEMENT

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3
Q

-Framework for the expansion of human capital within an organization

A

HUMAN RESOURCE DEVELOPMENT

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4
Q

– HR department are viewed as the specialists in the areas that encompass Human Resources or people management.

A

EXECUTIVE ROLE

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5
Q

HR department will check other departments and the organization as a whole to ensure all HR policies are being carried out in accordance with the company’s HR policy

A

AUDIT ROLE

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6
Q

HR department help or facilitate other departments to achieve the goals or standards as laid out in the HR policies of the organization.

A

FACILITATOR ROLE

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7
Q

HR department will advise managers on how to tackle specific managing people issues professionally.

A

CONSULTANCY ROLE

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8
Q

HR department is an information provider to raise awareness and inform departments and functional areas on changes in policy.

A

SERVICE ROLE

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9
Q

the major responsibilities of the HR Team where HR managers come up with plans and strategies for hiring the right kind of people.

A

RECRUITMENT AND TRAINING

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10
Q

HRM encourages the people working in an organization, to work according to their potential and gives them suggestions that can help them to bring about improvement in it.

A

PERFORMANCE APPRAISALS

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11
Q

HR department acts as a consultant and mediator to sort out issues in an effective manner.

A

MANAGING DISPUTES

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12
Q

the process whereby company leaders and HR professionals identify key positions within the company and develop plans to fill those positions either with internal or external staff.

A

SUCCESSION PLANNING

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13
Q

includes employees that are only temporary or that do not contribute to the most essential tasks the business must complete.

A

FLEXIBLE WORKFORCE

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14
Q

includes employees who perform the vital activities of the company and has handful advantages such as stability, continuity and predictability.

A

CORE WORKFORCE

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15
Q

this term refers to a broad category of workers whose business relationship with the organization for whom they perform the work operates on a restricted-time basis founded on a contingency such as peak workload or special projects.

A

CONTINGENT WORKERS

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16
Q

a service that matches the labor needs of its corporate clients with individuals who have the skill sets necessary to meet those needs.

A

STAFFING FIRMS/STAFFING AGENCY

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17
Q

the payer has the right to control or direct only the result of the work and not what will be done and how it will be done

A

INDEPENDENT CONTRACTORS

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18
Q

this is more commonly called as service provider or third-party provider. This can be defined as the transfer of business process to an external organization.

A

OUTSOURCING

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19
Q

a good document to look at first, as it might indicate at a glance that an applicant is “completely out of the game” when it comes to meeting your job specifications/statement of qualifications

A

COVER LETTER

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20
Q

measures of learning capacity, scholastic aptitude, verbal reasoning ability, comprehension, memory, and reasoning style

A

 COGNITIVE ABILITY AND INTELLIGENCE

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21
Q

measures of knowledge within academic subjects, scholastic skills (like reading and writing)

A

 ACHIEVEMENT TESTS

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22
Q

measure current performance or potential in special skill areas like mechanical aptitude, musical and artistic ability and spatial abilities

A

 SPECIAL APTITUDES AND ABILITIES

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23
Q

shows the key components of job requirements job analysis, each of which must be explicitly considered for inclusion in any job requirement job analysis.

A

JOB REQUIREMENT MATRIX

24
Q

Competency based approach is today used by a lot of many organizations in achieving their strategic objectives

A

JOB DESCRIPTION AND COMPETENCIES

25
Q

measures of interest in the activities, skill development and environments associated with various occupations

A

 VOCATIONAL INTEREST TESTS

26
Q

measure character ‘traits’ or personality patterns using either ‘diagnostic’ tests for measuring non-typical behavior to define treatment, or ‘development’ tests measuring typical behavior for making development plans or decisions

A

 PERSONALITY TESTS

27
Q

representation of some aspect of work that an individual would be expected to perform.

A

 JOB SIMULATION

28
Q

could be described as word-of-mouth recruitment, or at management level it is commonly known as headhunting.

A

INFORMAL RECRUITMENT

29
Q

the key to effective formal recruitment is to have the right job specifications and the right advertising strategy to attract the right employees.

A

FORMAL RECRUITMENT

30
Q

critical and valuable resource for identifying new and talented applicants. Satisfied employees are the best public relations representatives that an organization can have.

A

EMPLOYEE REFERRALS

31
Q

focused way of developing and building a broad list of contacts and using them to your advantage when you need something.

A

NETWORKING

32
Q

students who have successfully worked part-time or summer positions for the organization

A

ON-THE-JOB TRAINEES

33
Q

most business receive unsolicited resumes and job applications even when they are not hiring

A

UNSOLICITED APPLICATIONS

34
Q

depending on the type of position to be filled, high schools, trade and vocational schools, colleges and universities can be good sources of candidates.

A

SCHOOLS AND COLLEGES

35
Q

alumni files can be a good source for companies seeking educated candidates with more work experience than recent graduates generally have

A

ALUMNI PLACEMENT OFFICES

36
Q

companies usually pay a booth fee and send representatives to collect resumes and pre-screen candidates

A

JOB FAIRS

37
Q

most trade associations maintain a central clearinghouse of candidates who wish to change jobs.

A

ASSOCIATIONS

38
Q

rather than basing pay increase on promotions, pay increases can be based on knowledge and skill acquisition and contribution to the organization as a team member and individual.

A

ALTERNATIVE REWARD SYSTEMS

39
Q

greater challenge and autonomy in the workplace can be created by having employees work in teams where they are responsible for all aspects of work involved in providing a service or product, including self-management.

A

TEAM BUILDING

40
Q

Workshops, self-directed workbooks, and individual advising can be used by organizations to ensure that employees have a well-reasoned plan for movement in the organization.

A

COUNSELLING

41
Q

these organizations match job seekers with potential employers for a fee, usually paid by the employer once a candidate is hired.

A

PRIVATE EMPLOYMENT AGENCIES

42
Q

similar to private employment agencies, but their fees are usually paid by former who have laid off or downsized workers.

A

OUTPLACEMENT AGENCIES

43
Q

these firms offer employees to fill a wide range of needs, from clerical to manufacturing to professional services

A

TEMPORARY SERVICES

44
Q

employment advertising included everything from a “help wanted” sign in the window, to print ads in local newspapers or specialized publications like trade magazines, to classified ads on cable television or the internet.

A

ADVERTISING

45
Q

employees are made aware of job vacancies. Usually this is accomplished by a job posting and bidding system.

A

OPEN INTERNAL RECRUITMENT SYSTEM

46
Q

both open and closed steps are followed at the same time.

A

TARGETED SYSTEM OF INTERNAL RECRUITMENT

47
Q

very similar to the advertisement used in external recruitment. It spells out the duties and requirements of the job and show how applicants can apply.

A

JOB POSTING

48
Q

though it has not been used much in internal recruitment, more companies are using employees’ referrals to staff positions internally.

A

EMPLOYEE REFERRAL

49
Q

inspired by the successes of online auction sites like eBay and Priceline.com, a new innovation in sourcing internal candidates is bidding.

A

EMPLOYEE BIDDING

50
Q

known a commodity and require less orientation to the organization than would external hires.

A

IN-HOUSE TEMPORARY POOLS

51
Q

Most succession plans include replacement charts, which indicate positions and who is scheduled to fill those slots when they become vacant.

A

REPLACEMENT AND SUCCESSION PLANS

52
Q

an intranet is similar to the internet, except that it is confined to the organization.

A

INTRANET AND INTRAPLACEMENT

53
Q

there are equal differences between scales points for the attribute being measured and has a logical or absolute true zero point.

A

RATIO

54
Q

represent the amount of the attribute being assessed. These are numerical indicator of the attribute.

A

SCORES

55
Q

 a process used to gather and express information about persons and jobs in numerical form
 the process of assigning number to object to represent quantities of an attribute of the objects

A

MEASUREMENT

HR 101 - MODULE (2 decks)

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